BA6009 - MANAGERIAL BEHAVIOUR AND BA6009 - MANAGERIAL BEHAVIOUR AND EFFECTIVENESSEFFECTIVENESS

Unit 2Unit 2

DESIGNING THE MANAGERIAL JOBDESIGNING THE MANAGERIAL JOB• RECRUITMENTRECRUITMENT• Recruitment GoalsRecruitment Goals• Factors Affecting Recruitment EffortsFactors Affecting Recruitment Efforts

Constraints On RecruitmentConstraints On Recruitment

• • Image of the organizationImage of the organization

• • Attractiveness of the jobAttractiveness of the job

• • Internal organizational policiesInternal organizational policies

• • Government influenceGovernment influence

• • Recruiting costRecruiting cost

Sources of recruitment:Sources of recruitment:Internal RecruitmentInternal Recruitment

Methods of internal recruitmentMethods of internal recruitment

Job PostingJob Posting

Employee referrals/recommendationsEmployee referrals/recommendations

Promotion and transfersPromotion and transfers

External RecruitmentExternal Recruitment

Methods of External RecruitmentMethods of External Recruitment• • AdvertisementsAdvertisements

• • Employment agenciesEmployment agencies

• • Students from colleges and universitiesStudents from colleges and universities

• • Professional organizationProfessional organization

• • Cyberspace recruitingCyberspace recruiting

• • Unsolicited applicantsUnsolicited applicants & & • Job fair• Job fair

Some of the other sources of recruitment effortsSome of the other sources of recruitment efforts

• • Temporary help servicesTemporary help services

• • Employee leasingEmployee leasing

• • Independent contractorIndependent contractor

• • OutsourcingOutsourcing

ORIENTATIONORIENTATION• Organization culture in relation to orientationOrganization culture in relation to orientation• CEO’S role in organization with regard to orientationCEO’S role in organization with regard to orientation• Role of human resource manager with regard to orientationRole of human resource manager with regard to orientation

SOCIALIZATIONSOCIALIZATION• PurposePurpose• AssumptionsAssumptions• Stages of SocializationStages of Socialization

• • Pre-arrivalPre-arrival

• • EncounterEncounter

• • MetamorphosisMetamorphosis

MANAGERIAL SKILL DEVELOPMENTMANAGERIAL SKILL DEVELOPMENT• Executive DevelopmentExecutive Development• Objectives of Executive Development ProgramsObjectives of Executive Development Programs• Importance of Training ProgramsImportance of Training Programs

IMPORTANT METHODS OF EXECUTIVE DEVELOPMENTIMPORTANT METHODS OF EXECUTIVE DEVELOPMENT

on the job trainingon the job training Off the Job Off the Job TrainingTraining

CoachingCoaching The Case StudyThe Case Study

Job RotationJob Rotation ConferencesConferences

Under StudyUnder Study Role PlayingRole Playing

Multiple ManagementMultiple Management In basket methodIn basket method

Business gamesBusiness games

Sensitivity Sensitivity trainingtraining

Managerial gridManagerial grid

Systems Approach To Training:Systems Approach To Training:

• • Determining training needs.Determining training needs.

• • Choose right approach.Choose right approach.

• • Define objectives of training efforts.Define objectives of training efforts.

• • Develop training program to meet the objectives.Develop training program to meet the objectives.

• • Identify individualsIdentify individuals

• • Conduct trainingConduct training

• • Evaluate training out come with objectives.Evaluate training out come with objectives.

Methods of Training EvaluationMethods of Training Evaluation

• • Post-training performance evaluationPost-training performance evaluation

• • Pre- training performance evaluationPre- training performance evaluation

• • Attitudinal change.Attitudinal change.

• • Test scores.Test scores.

• • Improvement in production or methods of problem Improvement in production or methods of problem solving.solving.

MOTIVATIONMOTIVATION• Meaning of motivationMeaning of motivation• Process and Content theories- Relationship with Process and Content theories- Relationship with

Managerial MotivationManagerial Motivation

Theories of MotivationTheories of Motivation

Theories

Early Theories

Contemporary Theories

Scientific Management

Human relation model

Content theoriesMaslow’s needTheory

Hezberg two factor theory

Alderfer’s ERG theory

Mcclellands motivation theory

Process theoriesReinforcementTheory

Vroom’s expectancy theory

Adam’s equity theory

Goal theory

Content Theories of MotivationContent Theories of Motivation

AssumptionsAssumptions

• • All Employees are alikeAll Employees are alike

• • All situations are alikeAll situations are alike

• • There is one best way to motivate all employeesThere is one best way to motivate all employees

Maslow’s Hierarchy of Need TheoryMaslow’s Hierarchy of Need Theory

Levels of NeedsLevels of Needs

• • Physiological/Survival Physiological/Survival needs needs (Food, Clothing, Shelter, Air)(Food, Clothing, Shelter, Air)

• • Security Security (Feel safe, absence of pain, threat, or illness)(Feel safe, absence of pain, threat, or illness)

• • Affiliation Affiliation (Friendship, company, love, belonging)(Friendship, company, love, belonging)

• • First clear step up from physical needsFirst clear step up from physical needs (Esteem Needs)(Esteem Needs)

• • Self-respect, achievement, recognition, prestigeSelf-respect, achievement, recognition, prestige

( Cues a persons worth)( Cues a persons worth)

• • Self-Actualization Self-Actualization (Personal growth, self-fulfillment, (Personal growth, self-fulfillment, realization of full potential)realization of full potential)

Managerial perspective:Managerial perspective:

Self-esteem needsSelf-esteem needs

Self Actualization NeedSelf Actualization Need

Alderfer’s ERG TheoryAlderfer’s ERG Theory

Managerial perspectiveManagerial perspective

• • Alderfer’s growth need is closely related with Managerial Motivation.Alderfer’s growth need is closely related with Managerial Motivation.

• • An intrinsic desire for personal developmentAn intrinsic desire for personal development

• • This include intrinsic component from Maslow’s esteem and self This include intrinsic component from Maslow’s esteem and self actualizationactualization

componentcomponent

High Consideration and Low Structure

High Structure and High Consideration

Low Structure and Low Consideration

High Structure and Low Consideration

McClelland’s needsMcClelland’s needsTypes of NeedsTypes of Needs

• NAch (Need for Achievement)

• NAff (Need for Affiliation

• NPow (Need for Power

Managerial perspectiveManagerial perspective

• Task managers show high on achievement and power need and low on affiliation

• People centered managers show high on affiliation need.

Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor TheoryManagerial perspective

The manager in an organization can be motivated byThe manager in an organization can be motivated by

• • Challenging assignmentsChallenging assignments

• • Recognition.Recognition.

• • ResponsibilityResponsibility

• • Career growthCareer growth

Process TheoriesProcess Theories

Reinforcement TheoryReinforcement Theory

Types of ReinforcementTypes of Reinforcement

• • Positive Reinforcement-rewardsPositive Reinforcement-rewards

• • Negative Reinforcement-punishmentsNegative Reinforcement-punishments

Stimulus(Situation)

Response(behaviour)

Consequences (rewards and punishments)

Future Behaviour

Types of RewardsTypes of Rewards

• • Extrinsic-external rewards such as money, fringe benefits, job Extrinsic-external rewards such as money, fringe benefits, job securitysecurity

• • Intrinsic-internal satisfaction outcomes derived from doing work- Intrinsic-internal satisfaction outcomes derived from doing work- SatisfactionSatisfaction

Relation with ManagersRelation with Managers

• Managers are highly attracted by the intrinsic rewards and internal satisfaction that comes out of his work rather than monetary benefits

Vroom’s Expectancy TheoryVroom’s Expectancy Theory

Combines goal setting and reinforcement theoriesCombines goal setting and reinforcement theories

• • Three questions drive motivationThree questions drive motivation

– – Will effort lead to performance?Will effort lead to performance?

– – Will performance lead to reward?Will performance lead to reward?

– – Will the reward be of value to the person?Will the reward be of value to the person?

– – This theory is more applicable to both employees and managersThis theory is more applicable to both employees and managers

Expectancy Theory of MotivationExpectancy Theory of Motivation

E-to-P Expectancy P-to-O ExpectancyOutcomes &

Valences

Outcome 2+ or -

Outcome 1+ or -

PerformanceEffort

Outcome 3+ or -

Equity TheoryEquity Theory

Elements of Equity TheoryElements of Equity Theory

• • Outcome/input ratioOutcome/input ratio

– – Inputs — what employee contributes (e.g. skill, time, effort)Inputs — what employee contributes (e.g. skill, time, effort)

– – Outcomes — what employees receive (e.g. pay, incentives)Outcomes — what employees receive (e.g. pay, incentives)

• • Equity evaluationEquity evaluation

– – Compare outcome/input ratio with others who are in the same Compare outcome/input ratio with others who are in the same lineline..

Goal Setting TheoryGoal Setting Theory

• • Assignment of specific, results oriented, moderately difficult goals, Assignment of specific, results oriented, moderately difficult goals, combined with adequate feedback will provide motivation to workcombined with adequate feedback will provide motivation to work

• • Employee participation in goal settingEmployee participation in goal setting

• • Receive rewards on the accomplishment of goalsReceive rewards on the accomplishment of goals

• • Provide competencies necessary for achievement of these goalsProvide competencies necessary for achievement of these goals

Relation with Managerial motivation Relation with Managerial Relation with Managerial motivation Relation with Managerial motivationmotivation

APPLICATION OF MOTIVATION THEORIESAPPLICATION OF MOTIVATION THEORIES

• • MoneyMoney

• • Job designJob design

Job enrichmentJob enrichment

Job rotationJob rotation

• • Participative ManagementParticipative Management

• • Quality of work lifeQuality of work life

• • Behavioral modificationBehavioral modification

Step 1- Identification of critical behaviorsStep 1- Identification of critical behaviors

Step 2-Measurement of the behaviorsStep 2-Measurement of the behaviors

Step 3-Functional analysis of the behaviorStep 3-Functional analysis of the behavior

Step 4-Development of an intervention strategyStep 4-Development of an intervention strategy

Step 5-Evaluation to ensure performance improvementStep 5-Evaluation to ensure performance improvement

• • OthersOthers

APPLICATION OF MOTIVATION THEORIESAPPLICATION OF MOTIVATION THEORIES

Other application of motivation theoriesOther application of motivation theories

1.1. Management by objectives (MBO)Management by objectives (MBO)

Steps in MBOSteps in MBO

• • Setting objectivesSetting objectives

• • Developing Action PlanDeveloping Action Plan

• • Conducting periodic reviewsConducting periodic reviews

• • Appraising Annual performanceAppraising Annual performance

• • Performance is done at the end of the year.Performance is done at the end of the year.

2. Flexible working hours2. Flexible working hours

3. Two-tier pay system3. Two-tier pay system

4. Flexible benefits4. Flexible benefits

Modern motivation techniquesModern motivation techniques

Employee stock option schemeEmployee stock option scheme

a) Compulsory offs on Saturdays and Sundaysa) Compulsory offs on Saturdays and Sundays

b) Family tour either domestic or foreign once in a yearb) Family tour either domestic or foreign once in a year

c) Dating allowancec) Dating allowance

d) Free lunchd) Free lunch

e) Recreation program for childrene) Recreation program for children

f) Crèche facility for women employeesf) Crèche facility for women employees

g) Free transport facilityg) Free transport facility

h) Celebration of important festivalsh) Celebration of important festivals

Manager’s motivation tool kitManager’s motivation tool kit• • Appraise, approval and recognitionAppraise, approval and recognition

• • Trust, respect and high expectationsTrust, respect and high expectations

• • Loyalty, given that it may be receivedLoyalty, given that it may be received

• • Removing organizational barriersRemoving organizational barriers

• • Job enrichmentJob enrichment & & • Communications• Communications

PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

Strategic Management and Performance AppraisalStrategic Management and Performance Appraisal

Characteristic feature of performance appraisalCharacteristic feature of performance appraisal

NEED FOR PERFORMANCE APPRAISALNEED FOR PERFORMANCE APPRAISAL

Strategy Performance Appraisal Appraiser

Stability, Sustainable growth

Traditional Superior

Expansion, diversification new product

Modern 360 appraisal

Retrenchment Traditional Superior

The Appraisal ModelThe Appraisal Model

The appraisal model consists of three kinds of appraisals:The appraisal model consists of three kinds of appraisals:

• • Comprehensive reviewComprehensive review

• • Progress or periodic reviewProgress or periodic review

• • Continuous monitoringContinuous monitoring

Performance Appraisal ProcessPerformance Appraisal Process

Performance appraisal methodsPerformance appraisal methods

• • Traditional methodTraditional method Graphic rating scalesGraphic rating scales Ranking methodRanking method Paired Comparison MethodPaired Comparison Method Forced Distribution MethodForced Distribution Method Check List MethodCheck List Method

Simple checklistSimple checklist

Forced checklistForced checklistWeighted checklistWeighted checklist

Critical Incident MethodCritical Incident Method Essay Appraisal FormEssay Appraisal Form

Modern MethodsModern Methods BARS (Behaviorally Anchored Rating Scales)

• • Collect critical incidentsCollect critical incidents

• • Identify performance dimensionsIdentify performance dimensions

• • Reclassification of incidents.Reclassification of incidents.

• • Assigning scale values to the incidentsAssigning scale values to the incidents

• • Producing the final instrument.Producing the final instrument. Assessment center Management By Objective Psychological Appraisal 360-Degree Feedback

Problems of Performance Appraisal:Problems of Performance Appraisal:

1.1. Rating biasesRating biases

Halo effectHalo effect

The Error of Central tendencyThe Error of Central tendency

The leniency and strictnessThe leniency and strictness

Personal prejudicesPersonal prejudices

Recent effectRecent effect

How to minimize the problemsHow to minimize the problems

FeedbackFeedback

360-Degree Feedback360-Degree Feedback

AppraisersAppraisers

SupervisorsSupervisors

PeersPeers

SubordinatesSubordinates

Self AppraisalSelf Appraisal

Importance of 360-degree feedbackImportance of 360-degree feedback

Objectives Of 360-Degree FeedbackObjectives Of 360-Degree Feedback

360-degree feedback can be used for360-degree feedback can be used for• • Self development and individual counselingSelf development and individual counseling

• • Part of organized training and developmentPart of organized training and development

• • Team buildingTeam building

• • Performance managementPerformance management

• • Strategic or organization developmentStrategic or organization development

• • Validation of training and other initiativesValidation of training and other initiatives

• • Fixing RemunerationFixing Remuneration

Phases Of Feedback ExercisePhases Of Feedback Exercise

• • OrientationOrientation

• • Questionnaire distributionQuestionnaire distribution

• • Monitoring and follow upMonitoring and follow up

• • Data feeding and reportsData feeding and reports

• • CounselingCounseling

Career DevelopmentCareer Development

A career can meanA career can mean

• • AdvancementAdvancement

• • ProfessionProfession

• • Stability over timeStability over time

Individual Vs Organizational PerspectiveIndividual Vs Organizational Perspective

Career Development Vs Employee DevelopmentCareer Development Vs Employee Development

Career Development: Value For The OrganizationCareer Development: Value For The Organization Ensures needed talent will be availableEnsures needed talent will be available Improves the organization’s ability to attract and retain Improves the organization’s ability to attract and retain

talented managerstalented managers Ensures that minorities and women get opportunities for Ensures that minorities and women get opportunities for

growth and developmentgrowth and development Reduces employee frustrationReduces employee frustration Enhances cultural diversityEnhances cultural diversity Promotes Organizational GoodwillPromotes Organizational Goodwill

Career DevelopmentCareer Development

Career Development: Value for the IndividualCareer Development: Value for the Individual

Career stagesCareer stages

Career stagesCareer stages Exploratory stageExploratory stage Establishment stageEstablishment stage Mid Career StageMid Career Stage Late Career StageLate Career Stage Decline StageDecline Stage

Achieving Your Career GoalsAchieving Your Career Goals Select your first job judiciouslySelect your first job judiciously Do good workDo good work Present the right imagePresent the right image Learn the power structureLearn the power structure Gain controlGain control Stay visibleStay visible Don’t stay too long in your first jobDon’t stay too long in your first job Find a mentorFind a mentor Support your bossSupport your boss Stay mobileStay mobile Think laterallyThink laterally Continue upgrading skillsContinue upgrading skills Develop networkDevelop network